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Social media resources and capabilities as strategic determinants of social media performance

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  • Marchand, André
  • Hennig-Thurau, Thorsten
  • Flemming, Jan

Abstract

Recent research reveals meaningful uses of digital marketing instruments, though without addressing internal, organizational antecedents of a firm’s social media performance. Drawing on resource-based theory and the concept of dynamic capabilities, this article identifies social media–specific resources and dynamic capabilities that can enhance social media performance. It also offers theoretically supported and validated scales to measure them. The authors empirically investigate their performance effects using different kinds of data pertaining to consumer brands, gathered from manager surveys, brands’ financial statements, Facebook fans, Instagram followers, YouTube subscribers, and brand image measures. The proposed social media resources and capabilities improve social media performance directly and brand perception indirectly. In particular, the impact of the social media strategy and measurement is moderated by firm size. A profile deviation analysis further reveals that the social media capabilities gap between top-performing versus other brands explains significant variance in social media performance. The advantages of developing social media capabilities early on also persist in the long-term, with substantial relevance for managers.

Suggested Citation

  • Marchand, André & Hennig-Thurau, Thorsten & Flemming, Jan, 2021. "Social media resources and capabilities as strategic determinants of social media performance," International Journal of Research in Marketing, Elsevier, vol. 38(3), pages 549-571.
    • Handle: RePEc:eee:ijrema:v:38:y:2021:i:3:p:549-571
    DOI: 10.1016/j.ijresmar.2020.09.011
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    2. Ologunebi, John, 2023. "An analysis of customer retention strategies in e-commerce fashion business in the UK: A case study of Primark," MPRA Paper 119040, University Library of Munich, Germany.

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